Provide a peer response to your classmate, Kristine's post below

"Class,

When looking at classical theory versus administrative management, the key difference lies in scope and focus. Classical theory, especially Taylor's scientific management, emphasizes task-level efficiency. It assumes that optimal performance comes from breaking down jobs into standardized, repeatable tasks, managed through strict oversight (Rainey, 2021, Ch. 2). Administrative management, on the other hand, takes a broader view. Scholars like Luther Gulick introduced the POSDCORB frameworkplanning, organizing, staffing, directing, coordinating, reporting, and budgetingto define core managerial responsibilities in a structured system (Rainey, 2021, Ch. 2).

From my perspective, after serving 23 years in the Air Force and now working in program management, these theories resonate differently depending on the environment. In highly structured systems like the military, the predictability and order of classical and administrative models work well. However, in my current role supporting government contracts, I've found that adaptability, collaboration, and communication are just as important as formal structure.

Public managers in the UK face similar challenges. Local councils, which are elected bodies that handle services like housing, waste collection, and social care, have increasingly moved away from rigid, top-down systems. Many now work closely with nonprofits, private partners, and charitiesincluding those supporting British military veteransto meet complex community needs. Research shows that these cross-sector collaborations, particularly those supported by the Armed Forces Covenant, enhance outcomes by leveraging trust-based governance and local partnerships (Rolfe & Anderson, 2022). This shift reflects a broader trend toward networked, adaptive models of public service delivery. While traditional frameworks like POSDCORB offer helpful structure, they often fall short in today's dynamic environments. This is where open systems and contingency theory offer more practical guidance.

At the end of the day, studying public management theory helps leaders find a better balance between internal efficiency and external responsiveness. It's not just about running a tight shipit's about building organizations people trust. And that trust starts with ethical leadership. As Rainey points out, accountability, fairness, and integrity are essential to maintaining legitimacy in the public sector (Rainey, 2021, Ch. 1). I'd be curious to hear how others see ethics influencing public trust in their own agencies or communities.

References:

Pandey, S. K., & Wright, B. E. (2006). Connecting the dots in public management: Political environment, organizational goal ambiguity, and the public manager's role ambiguity. Journal of Public Administration Research and Theory, 16(4), 511-532. https://doi.org/10.1093/jopart/mui048

Rainey, H. G. (2021). Understanding and managing public organizations (6th ed.). Jossey-Bass.

Rolfe, S., & Anderson, I. (2022). Meeting the housing needs of military veterans: Exploring collaboration and governance. Housing Studies. Advance online publication. https://doi.org/10.1080/02673037.2022.2056153"

Provide in-text citations and references in an APA format.

Reference:

Rainey, H. G., Fernandez, S., & Malatesta, D. (2021).Understanding and managing public organizations. John Wiley & Sons.